How to Approach Problem Solving

During my time as a Navy SEAL, precision and thorough analysis were not just practices but NECESSITIES! The "Five Whys" method exemplifies this approach outside the battlefield, presenting a clear path to problem-solving. Here's how it worked for the Lincoln Memorial's unexpected challenge: 1️⃣ Why is the memorial dirty?Because of bird droppings. 2️⃣ Why are there bird droppings?Birds are attracted to the area. 3️⃣ Why are birds attracted? They eat the spiders there. 4️⃣ Why are there spiders? Spiders eat the insects 5️⃣ Why are there insects? They're attracted to the lights left on at night. The solution? Adjust the lighting to reduce the insects to deter the spiders and birds, directly addressing the root of the cleanliness issue. This method isn't just for maintaining national monuments; it's a powerful tool for any leader or problem-solver in any field. The next time you're faced with a challenge, I urge you to employ the "Five Whys." Get deep. Understand the problem fully before jumping to solutions. By sharing this method, you're not just passing along a problem-solving tool; you're empowering others to think critically and act decisively. Be the one to inspire change, to lead by example.

Passionate problem solvers are easy to label as "too negative" or "having an agenda". Here's a good approach to bringing people on the journey: 1. Start with what you see and hear Describe specific behaviors, patterns, or outcomes as objectively as possible (knowing that we can never be truly objective). Be mindful of your potential biases. Are your emotions and perspective narrowing what you bring up? Avoid using loaded or triggering language. Keep it neutral and clear. 2. Invite others to share what they see and hear By starting with your own observations, you are setting an example for the rest of the team. Invite the team to share their perspectives and observations in ways that focus on understanding, rather than labeling or jumping to conclusions. In the right context, it might be better to start here. 3. Look inwards, observe, and listen Just as you describe outward behaviors, turn inward and notice how you feel about what you’re seeing and hearing. Instead of saying, “This place is a pressure cooker,” try, “I feel a lot of pressure.” Avoid jumping to conclusions or ascribing blame. Again, invite other people to do the same. 4. Spot areas to explore With observations and emotions on the table, identify areas worth examining. Avoid rushing to label them as problems or opportunities. Instead, frame them as questions or areas to look into. This keeps the tone open and focused on discovery. 5. Explore and go deeper As potential areas emerge, repeat the earlier steps: describe what you see, invite others to share, and observe how you feel. It is a recursive/iterative process—moving up and down levels of detail. 6. Look for alignment and patterns Notice where people are starting to align on what they’d like to see more—or less—of. Pay attention to areas where there’s consistent divergence—these are opportunities as well. Ask, “What might it take to narrow the divide?” 7. Frame clear opportunities Once patterns emerge, focus on turning them into clear opportunities. These are not solutions—they’re starting points for exploration. For example: “We could improve this handoff process” or “We’re not all on the same page about priorities.” Keep it actionable and forward-looking. 8. Brainstorm small experiments Use opportunities as a springboard to brainstorm simple, manageable experiments. Think of these as ways to test and learn, not perfect fixes. For example: “What if we tried a weekly check-in for this process?” Keep the ideas practical and easy to implement. 9. Stay grounded and flexible Be mindful of how the group is feeling and responding as you brainstorm. Are people rushing to solutions or becoming stuck? If so, take a step back and revisit earlier steps to re-center the group. 10. Step back. Let the group own it Once there’s momentum, step back and hand over ownership to the group. Avoid holding onto the issue as “your problem.” Trust the process you’ve built and the team’s ability to move things forward collectively.

The Case of the Costly Error Once upon a time, a critical bug in a bustling software company was reported in their flagship product just days before a major release. Panic spread through the team like wildfire. The bug was complex, and time was running out. At first, the team tried the usual approach—frantic debugging and patching. But the bug kept reappearing like a stubborn ghost. As deadlines loomed closer, frustration mounted. That's when Jane, one of the senior developers, stepped in. She suggested a different approach: structured problem-solving. She gathered the team in a meeting room and laid out a plan: 01. Define the Problem: They dissected the bug, identified its specific behaviors, and defined the problem statement clearly. 02. Collect Data: They gathered data on when the bug occurred, what actions triggered it, and the system conditions at that moment. 03. Generate Hypotheses: The team brainstormed potential causes, generating multiple hypotheses. 04. Test Hypotheses: They systematically tested each hypothesis individually, isolating variables and gathering more data. 05. Analyze Results: Based on the data collected, they analyzed the results of each test and eliminated hypotheses that didn't hold up. 06. Implement Solution: Finally, they identified the root cause and implemented a solution that fixed the bug once and for all. The bug was squashed, and the release went off without a hitch. What could have been a disaster turned into a valuable lesson. Structured problem-solving saved the day! → When faced with a daunting challenge, don't rush into solutions. Take a structured approach. #dhandhekafunda ps: Structured problem-solving approach acts as a compass when you are not emotionally trapped in the situation. If you are, have another competent individual take the lead. At least be that structured ;)

Most people chase quick fixes. Here's how experts actually solve problems. The blueprint for solving problems effectively: 1. IDEAL Framework ↳ Identify the problem ↳ Define the context ↳ Explore possible strategies ↳ Act on the best strategy ↳ Look back and learn 2. 5 Whys Technique ↳ Ask "Why?" repeatedly ↳ Dig deeper beyond surface symptoms ↳ Find root causes of problems 3. Design Thinking ↳ Empathise with user needs ↳ Define the problem clearly ↳ Ideate creative solutions ↳ Prototype low-fidelity versions ↳ Test and refine with feedback Expert frameworks for structured problem-solving: PDCA Cycle ↳ Plan: Identify and analyse ↳ Do: Implement solutions ↳ Check: Evaluate results ↳ Act: Standardize or restart OODA Loop ↳ Observe: Collect information ↳ Orient: Analyse and synthesise ↳ Decide: Choose action ↳ Act: Follow through Kepner-Tregoe Method ↳ Situation Appraisal ↳ Problem Analysis ↳ Decision Analysis ↳ Potential Problem Analysis The biggest mistake isn't trying to solve problems. It's not using a systematic approach when needed. ♻️ Reshare to help others solve problems better. 🔔 Follow Luke Tobin for more problem-solving insights.

You don't rise by guessing. You rise by solving. Most people walk into a problem and freeze. You walk in and build. Problem-solving isn’t just a skill. - It’s your sharpest edge. - It’s what separates the talkers from the builders. If you're stuck, it's not because you're incapable. It’s because no one taught you how to break a problem down. Let’s change that. 1. Define it. ↳ Name the problem. ↳ Get specific. ↳ Fuzzy problems stay fuzzy. ↳ Clear ones get solved. 2. Slice it. ↳ Big problems are just smaller ones in a trench coat. ↳ Split it. ↳ Sort it. ↳ Attack piece by piece. 3. Twist your thinking. ↳ Stop looking head-on. ↳ Flip it sideways. ↳ Use analogies. ↳ “What else does this remind me of?” 4. Listen hard. ↳ The best insights often come from someone else’s mouth. ↳ You don’t need all the answers. ↳ You need the right ears. 5. Draw it out. ↳ Grab a pen. ↳ Map it. ↳ Flowcharts, sketches, sticky notes (whatever gives the chaos some shape). 6. Step away. ↳ Burnout kills solutions. ↳ Take a break. ↳ A rested brain connects dots a tired one can’t see. 7. Sleep on it. ↳ Literally. ↳ Let your brain run its background process. ↳ Tomorrow, the answer may just be there. 8. Move your body. ↳ A walk. ↳ A sprint. ↳ A soccer game. ↳ When your blood flows, your ideas do too. 9. Reps, not luck. ↳ Problem-solving isn’t a gift. ↳ It’s a habit. ↳ The more you do it, the sharper you get. ↳ Solve something—anything—every day. 10. Stay sharp by staying positive. ↳ Problems aren’t proof you’re failing. ↳ They’re invitations to grow. ↳ Say yes. You don’t need to be the smartest person in the room. You just need to be the one who sees a path forward when others stall. That’s what real problem-solvers do. They move when others freeze. They fix what others ignore. And that? That’s how you build something worth remembering. 👊 Keep solving. ♻️ Repost if you believe every problem is a puzzle waiting to be cracked. ➕ Follow Nathan Crockett, PhD for more.

Are you interested in getting better at solving problems in production? Take a look at the OODA loop. By breaking the problem solving process into discrete steps, it can help you avoid rushing to the wrong conclusion. We used this heavily at The Last Pickle. Observe: Use your dashboards and tools to gather as much information as possible. Leverage the USE method to consider system resources, identify algorithmic inefficiencies, and be open to new information. Orient: Build a mental model based on the information you’ve observed. Challenge the assumptions you’ve made. Hold your convictions loosely and be open to changing your mind. Decide: This is where you finally figure out what you're going to do based on your mental model. Make sure you understand the consequences of your decision, are able to roll it back, and if it's changing production, you're able to do some sort of A/B test to determine if things have improved. Act: Time to finally do the thing. Who's responsible? Make sure it's clear who's doing what and how you'll evaluate success. Go back to step one, and observe. Repeat till the problem is solved.

Problem Solving Mastery What is the secret of efficient problem-solving? It is having a great framework to follow: Today I want to share this framework with you. Even though it may sound straightforward, Many people just forget about some steps, And then the process becomes inefficient. There are 8 key steps of problem solving: 1. Define problem “A problem well stated is a problem half solved.” - John Dewey Identify the problem, understand the context and implications. 2. Gather Data Accumulate relevant information through observation, research, and consultation. Make sure you have all relevant resources for a comprehensive understanding of the issue and its underlying causes. 3. Analyze Data Examine the collected data systematically to identify patterns, trends, and relationships. This will enable informed insights into the problem's nature and potential solutions. 4. Generate Solutions Brainstorm a range of potential solutions, considering diverse perspectives and innovative approaches. Try to generate the most effective solutions. 5. Select Solution Evaluate the generated solutions based on feasibility, impact, and alignment with objectives. Selecting the most suitable course of action to implement. 6. Plan Implementation Develop a detailed plan outlining the steps, resources, and timeline required to execute the chosen solution effectively Ensure clear communication and accountability. 7. Implement & Test Execute the planned solution, monitoring its implementation closely. Gather feedback to assess its effectiveness and identify any necessary adjustments. 8. Continue to Improve "Perfection is not attainable, but if we chase perfection we can catch excellence." - Vince Lombardi Iterate and refine the implemented solution based on ongoing evaluation and feedback. Foster a culture of continuous improvement and innovation within the organization. As you can see - one missing point can destroy the full process. If you do not define the problem well: You might work in the wrong direction. If you do not gather data: You might not understand the root causes. If you do not improve existing solutions: You might stick to the inefficient processes. Make sure to remember all the steps: This way you will ensure top efficiency.

Problem-Solving Approach A systematic problem-solving approach involves understanding the issue, analyzing it thoroughly, and devising an effective solution. Begin by defining the problem clearly to identify its root cause. Gather relevant data and evaluate possible solutions by considering their feasibility and potential outcomes. Next, select the most suitable solution and implement it with a clear plan. Continuously monitor the results to ensure the problem is resolved effectively. If needed, adjust the approach based on feedback and outcomes. This methodical process fosters clarity, reduces errors, and ensures efficient resolution of challenges, whether personal, professional, or academic.

𝐎𝐍 (𝐎𝐥𝐝 𝐍𝐞𝐰 𝐏𝐫𝐨𝐛𝐥𝐞𝐦) 𝐟𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 🎯 One of the questions that comes up a lot in my discussions with colleagues is how to problem solve with speed and accuracy ? The only consistent answer to that in my experience is to diagnose the problem and seek help from the right quarters. The better your issue identification and help seeking algorithm, the more efficient you can be. Increasingly, the delay seems to be due to weak help seeking algorithms . The 𝐎𝐍 (𝐎𝐥𝐝 𝐍𝐞𝐰 𝐏𝐫𝐨𝐛𝐥𝐞𝐦) 𝐟𝐫𝐚𝐦𝐞𝐰𝐨𝐫𝐤 has been fairly useful for me :- 👉 𝙊𝙡𝙙𝙚𝙧 𝙩𝙝𝙚 𝙥𝙧𝙤𝙗𝙡𝙚𝙢, 𝙤𝙡𝙙𝙚𝙧 𝙩𝙝𝙚 𝙨𝙤𝙡𝙪𝙩𝙞𝙤𝙣 - All problems related to human beings viz health, motivation, productivity, happiness, communication, alignment etc are classical Old Problems. An accurate solution or learnings around what not to do exist with your Mentors, Bosses and peers. Seek opinion and take a few but immediate action to see slow but long terms gains. Results are usually assured if done well. 👉 𝙉𝙚𝙬𝙚𝙧 𝙥𝙧𝙤𝙗𝙡𝙚𝙢𝙨, 𝙣𝙚𝙚𝙙 𝙘𝙝𝙞𝙨𝙚𝙡𝙞𝙣𝙜  - Challenges around tools ,technology, costs & navigating topics such as uncertainty , execution gaps etc fall in this bucket of New Problems. And while the temptation to 𝐂𝐨𝐧𝐭𝐫𝐨𝐥 + 𝐂 & 𝐂𝐨𝐧𝐭𝐫𝐨𝐥 + 𝐕 solutions from another organisation is tempting (Enter the consulting firms), IMHO it is best to be patient before arriving at solutions. Iterating in a small cross functional team and ensuring that all hypothesis are proved or disproved with data is a far better approach to solving problems in this bucket. Think before you leap and build conviction in the method of leap. 👉 𝙏𝙝𝙚 𝙄𝙣𝙩𝙚𝙧𝙨𝙚𝙘𝙩𝙞𝙤𝙣 - Many problems will look like they're falling at the cusp of new and old. For eg what about an execution gap which comes down to lack of training in the workforce ? It's an Old Problem. Force yourself to fit them into one of the two buckets. Makes the solutioning sharper. What are some of the techniques you use for decision making ? Would love to hear #productivity #decisionmaking #workforce #timemanagement #teammanagement

Problem-solving is not brainstorming. HERE is what it really is Everyone puts “problem-solving” on their CV. Every interview tests for it. Every firm claims to do it. But very few actually understand what it means and why it sets consultants apart. Let’s start with what it’s not: ❌ It’s not a brainstorming session with Post-its on the wall. ❌ It’s not running numbers just to look smart. ❌ It’s not debating opinions until the loudest voice wins. That is not problem-solving. So what is problem-solving in consulting? It’s a method. A way of bringing order when addressing business challenges. Here’s how it really works 👇 1. Frame the problem This doesn’t mean “start throwing ideas.” It means: What are we actually trying to solve? What is the precise question? And is everyone aligned? If you skip this step, the team runs in different directions and wastes time. 👉 The most underrated part of problem solving is not the answer: it’s getting 5 smart people to agree on the question. 2. Build hypotheses Jumping straight to analysis is a rookie mistake. You don’t open Excel and start crunching blindly. You ask: “What hypotheses are we testing? What would need to be true for A to work? Or for B to fail?” 👉 Without this, analysis is just grind. With it, you know exactly what you’re proving or disproving. 3. Test with data Numbers are a filter, a compass: prove it, kill it, or move on. Sometimes it’s one benchmark, sometimes a quick triangulation, sometimes a client interview. 👉 You don’t need a PhD model. You need enough to know if you’re on the right track. 4. Debate with clarity Problem-solving is a team sport. The goal isn’t endless argument; it’s structured debate. Attack the problem, never the person. Pressure-test the logic. Bring facts, not ego. 👉 The best teams don’t avoid debate; they make it sharper, faster, and more respectful. 5. Translate into action Problem-solving that ends in a 50-page deck is useless. It has to land in clear next steps: “Here’s what we do on Monday.” 👉 Problem-solving needs to create impact, turning logic into decisions and action. That’s the superpower. Not IQ. Not endless Excel models. Just the ability to bring order, test reality, and move forward with clarity. And here’s the uncomfortable truth: most people think they’re problem-solving… but they’re not. They brainstorm. They analyze without purpose. They argue opinions with no data.